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| Criterion |  Systems Thinking Leverage Points |  Domain Modeling Context Map |  Product Strategy KPI Tree |  Systems Thinking Systems Mapping |
|---|---|---|---|---|
Purposedifferent | Leverage Points show exactly where interventions in a system produce a disproportionate effect. It draws relationships, patterns, and feedback loops. The result is captured as a leverage map and action strategy. | When several contexts need to talk to each other, it makes their relationships and dependencies legible. It helps sort integration pressure and responsibilities across system boundaries. | When metrics across the organization drift apart, it arranges drivers and effects under one shared logic. It connects customer value, product logic, and decision priorities. The result is captured as a KPI tree and owner list. | Systems Mapping arranges elements, relationships, and boundaries so a complex field becomes legible at a glance. The overview stabilizes the overall picture before detail work or steering begins. |
Complexitydifferent | High | Medium | Medium | Medium |
Timedifferent | Half day | 1-3 h | 90-180 min initial, dann laufend | 1-3 h |
Participantsdifferent | 3-12 | 2-8 | 3-8 | 3-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Leverage Map, Action Strategy | Context Map, Integration Patterns, Boundary Notes | KPI Tree, Owner List | System Map, Dependencies, Leverage Points |
Tagsno overlap | Systems thinkingChangeStrategy | Domain-Driven DesignBoundariesStrategy | MetricsStrategyAlignmentMeasurement | Systems thinkingMappingBoundariesChange |